Supply Chain Management

Defining your Supply Chain strategy means above all making the customer the center of the project: understanding their current needs and anticipating their future expectations to offer and deliver them customized, reliable and competitive services.

Flavien Lamarque

Co-President | ESTP

Mikaël Pichavant

Senior Partner | ENSTA

Christophe Bressange

Senior Partner | EMLyon

“Our mission? Adapt our customers’ Supply Chain processes and organizations to help them meet the challenges of their own markets.”

Flavien Lamarque

Co-President | ESTP

Flavien is an engineer with a degree from the Civil Engineering School of Paris. For over 25 years, he has been supporting retailers and industrial customers in their transformation, integration and performance programs. He joined Mews Partners in 2010 to develop Supply Chain and performance operations activities. He is also interested in the emergence of new AI & Digital technologies and their impacts on current business models. He manages the activities of Mews Operations and co-chairs the Mews Partners Group.

Mikaël Pichavant

Senior Partner | ENSTA

Mikaël began his career in 1998 at Pea Consulting. After 3 years’ experience in Chain Design, he specialized in Supply Chain and leads both performance improvement missions, in warehouses or factories, and strategic missions to define master plans. He is specialized in retail and e-commerce since the early 2000s and also manages digital transformation offers. Mikaël co-founded the Operations practice in 2010.

Christophe Bressange

Senior Partner | EMLyon

Christophe is a graduate of EM Lyon and has more than 15 years of experience in leading supply chain consulting firms. He also held operational management positions for 7 years in the Geodis group and the Casino group. Christophe joined the Operations practice to bring his knowledge of the GIC, Retail, Transport & Logistics sectors, as well as his experience in international supply chain transformation projects.

Supply Chain is at the heart of industrial and distribution companies challenges in terms of development and transformation. Market volatility, increased competition and reduced time cycles are no longer the only factors requiring Supply Chain robustness and flexibility. Indeed, new concepts such as extended enterprise, multi-channel, or the emergence of digital technologies also contribute to this need for adaptation.

Beyond product offerings, manufacturers are now forced to evolve and develop innovative and efficient services. This evolution encourages them to rethink their operational models and therefore their Supply Chain.

50

dedicated experts

120

assignments per year

70%

recurring customers

Supply Chain as a competitive advantage and profitability lever

Few companies within Europe reap the full benefits of their Supply Chain. However, a recent study in the United States shows that the most advanced companies in the implementation of “Supply Chain best practices” are among the most profitable of their sector. An optimized Supply Chain has an impact on both company profitability (costs reduction, out of stock limitation) and its balance sheet (working capital reduction through stock optimization), but also allows to attract and retain new customers.

Varied experiences for a unique expertise

Our experts have a background in the industry, retail and consulting sectors and share a common vision of Supply Chain projects and challenges. Using methods and tools developed and capitalized by Mews Partners, our teams offer innovative, flexible and robust solutions and approaches.

5 pillars for a reactive and efficient Supply Chain

To support our customers in their Supply Chain definition and implementation, we articulate our methodology around 5 pillars. This approach ensures consistency between the company’s strategic decisions and its tactical processes. We thus make sure to set up Supply Chain processes and organization fitting with the challenges of each company.

Analyze the value chain to define best suited distribution strategy to address a market: direct customer delivery or through a distributor, analyses of market and regulatory constraints, cost model and pricing scheme definition, etc.

Integrate sales forecasts into means, resources and stock planning, to improve service level and decrease costs throughout the Supply Chain.
Foster collaboration with suppliers and customers in an extended enterprise logic (VMI, Collaborative forecasting…).
Set up an S&OP process involving all functions within the company.